I was excited to learn about the Financial Analyst position opening at General Mills. I wanted to learn more about General Mills and decided to converse further with Mishela Salem, the information I received, reassured me that I am a great fit with the company’s goals and operational strategies. In addition to being a CMA candidate, I am a graduate with an Honors Accounting Diploma from the School of Accounting and Financial Services at Seneca College.

My work experience to date combined with my studies has provided me with the abilities necessary to succeed in this fast-paced and intense field. I am adept at preparing reports that require precision and meticulousness and utilizing those to perform analysis, identify issues and determine appropriate actions. I pride myself in taking a proactive approach on a daily basis, and enjoy solving complex case problems. I am an excellent candidate for the Financial Analysis position. I possess strong analytical skills and strive in a cross functional team environment. I am able to communicate information in an adaptable manner that allows others to easily grasp it. I’m currently involved with various aspects of community service and I am thrilled to learn about General Mills involvement with United Way, Breakfast for Kids Program and the Green committee. I look forward to hearing from you. I can be reached at (647) 859-0254 or at doyunyu@gmail.com . It would be a pleasure meeting you, and thank you for giving this letter your time and attention.

YOU MAY ALSO FIND THESE DOCUMENTS HELPFUL

...answer line. If false, write a word or phrase in the blank to make the statement true.
__F__ 1) The microscope lens may be cleaned with any soft tissue.
USE ONLY LENS PAPER. REGULAR TISSUES CAN SCRATCH THE LENSES.
__F__ 2) The coarse adjustment knob maybe used in focusing with all objective lenses.
COARSE ADJUSTMENT IS ONLY USED ON SCANNING POWER.
__T__ 3) When beginning to focus, the lowest power lens should be used.
__T__ 4) Resolution decreases as the amount of light coming in on the object
increases.
__F__ 5) When focusing always focus toward the specimen.
ALWAYS AWAY FROM THE SPECIMEN.
B. Match the microscope structures in column B with the statements or phrases about them in column A.
Column A Column B
__C_ 1) Platform on which the slide rests for viewing. a. nosepiece
__D__ 2) Used for precise focusing after initial focusing b. eyepiece
__E__ 3) Used to increase the amount of light passing c. stage
through the specimen.
__B__ 4) Lens located on the superior end of the body tube. d. fine focus knob
__A__ 5) Carries the objective lenses and rotates to change e. iris diaphragm
magnification.
C. Explain the proper technique for transporting a microscope.
YOU USE TWO HANDS TO CARRY A MICROSCOPE AT ALL TIMES. ONE HAND SHOULD BE
ON THE ARMA AND ONE HAND SHOULD...

...MANAGEMENT BY OBJECTIVES (MBO) is a practical application of the reasoning behind the notion of goal-setting theory. MBO is a process in which employees participate with management in the setting of goals or objectives. An essential feature of an MBO program is that it involves a one-on-one negotiation session between a supervisor and subordinate in order to set concrete, objective goals for the employee’s performance. During the session a deadline is set for the measurement of accomplishment, and the paths to the desired goals. and the removal of possible obstacles are discussed. After an established period of time has elapsed (typically six months or year), the supervisor and subordinate meet again to review the subordinate’s performance using the agreed-upon goals as a measuring stick. The figure below summarizes the essential steps the MBO process. Supervisor & Subordinate Meet
Set Goals That Are Mutually Agreed On Specific Measurable Achievable Realistic Time-related
Feedback
Work at Achieving Goals
Measure Performance after Deadline
A positive feature of an MBO system lies in its emphasis on establishing specific measurable goals. In fact, a goal is un-acceptable or inadmissible in an MBO system unless in is measurable You may think that this is impossible for all goals, especially those for those of top-level executives. Although it is difficult to set measurable goals at the higher levels of an organization,...

...No. 1 - Four essential steps in the management by objectives (MBO) process
Management by objectives
(MBO) is a system whereby managers and employees define goals for every department, project, and person and use them to monitor subsequent performance. Four major activities make MBO successful. MBO is result oriented. Emphasize the accomplishment rather than input. Encourage the participation at all level of organization that means collaborative, shared power and self management. A process consisting of a series of interdependent and interrelated steps
• the formation of clear, concise statement of objectives
• the formation of realistic action plans for their attainment.
• the systematic monitoring and measuring of performance and achievement.
• the taking of necessary corrective action to achieve the planned results.
MBO is a system that seeks to align employees' objectives with the organization's goals.
Four basic principle
o Unity of management decision is more likely to occur when there is a pursuit of a common objective.
o The greater the focus on the result on the time scale. The greater the liken hoods of achieving them.
o The greater the participation in setting the meaningful work with accountable results. The greater the motivation for completing it.
o Progress can only be measurable in term of what one is trying to make progress toward.
Using Management by...

...Management by ObjectivesMBO
Management by Objectives (MBO)
Can be defined as a process
whereby the performance goals
and objectives are set by each
subordinate in collaboration with
his superior at the start of the
appraisal period.
MBO is a Process

A process consisting of a series of
interdependence and interrelated steps:
 The formation of clear, concise
statements of objectives
 The development of realistic action
plans for their attainment,
 The systematic monitoring and
measuring of performance and
achievement, and
 The taking of corrective actions
necessary to achieve the planned
results
THE MBO PROCESS
Define
Organisational
goals
Defining
Employee
Objectives and
Organisational
Objectives
Reporting &
Reviewing
Continuous
Monitoring of
performance
and progress
Providing
Feedback
Performance
Evaluation &
Review
MBO is a Philosophy

Reflects a Proactive way of
managing that is
Result Oriented
Emphasizes accomplishments
rather than inputs
Encourages participation at all
levels of and organisation

Objectives setting and participative
management are integrally linked by :
 Allowing employees to participate
in the setting of objectives
 Encouraging everyone to work
towards accomplishment of
general organisational objectives
MBO Framework


...

...Sons)
Management by objectives
This technique allows all parties, the project manager, the functional manager, and the employee, to share and to participate in the appraisal. It epitomizes the systems approach since it allows for objectives modification without undue or undeserved penalty to the employee. Finally, it uses objective data and downplays subjective data.
Advantages
emphasis on results rather than on abstract personality characteristics
Little difficulty with
-conflict (over schedules, priorities, technical issues, administration, personalities, costs)
http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10501
What IS MBO (Management by Objectives)
MBO (or management by objectives) is a technique credited to management guru Peter Drucker, to describe a method of performance management that is based on the setting of clear and measurable objectives, and the use of those objectives to evaluate and review performance. When done correctly, MBO is probably the best, and fairest way to plan for and create effectively performing employees, although, of course, if the implementation is poor, the outcomes will be poor.
Here's a formal definition:
Management by objectives (MBO) is a systematic and organized approach that allows management to focus on achievable goals and to attain the best possible results from available...

...Management by objectives (MBO) is a process through which specific goals are set collaboratively for the organization as a whole and all units and individuals within it. The goals are then used as a basis for planning, managing organization activities, evaluation of performance and reward. MBO methods of performance appraisal are results-oriented. That is, they seek to measure employee performance by examining the extent to which predetermined work objectives have been met. Usually the objectives are established jointly by the supervisor and subordinate. Once an objective is agreed, the employee is usually expected to self-audit; that is, to identify the skills needed to achieve the objective. Typically they do not rely on others to locate and specify their strengths and weaknesses. They are expected to monitor their own development and progress. The use of management objectives was first widely advocated in the 1950s by the noted management theorist Peter Drucker.
To be successful, an MBO program should be part of a small business's overall system of planning and goal setting. The first step in implementing MBO is to establish long-range company goals in such areas as sales, competitive positioning, human resource development, etc. A small business owner may find it helpful to begin by defining the company's current business and looking for emerging customer needs or market trends that...

...Management by Objectives (MBO) is the most widely accepted philosophy of management today. It is a demanding and rewarding style of management. It concentrates attention on the accomplishment of objectives through participation of all concerned persons, i.e., through team spirit. MBO is based on the assumption that people perform better when they know what is expected of them and can relate their personal goals to organizational objectives. Superior subordinate participation, joint goal setting and support and encouragement from superior to subordinates are the basic features of MBO. It is a result-oriented philosophy and offers many advantages such as employee motivation, high morale, effective and purposeful leadership and clear objectives before all concerned persons.
MBO is a participative and democratic style of management. Here, ample a scope is given to subordinates and is given higher status and positive/participative role. In short, MBO is both a philosophy and approach to management. MBO concept is different from MBC (Management by Control) and is also superior in many respects. According to the classical theory of management, top management is concerned with objectives setting, directing and coordinating the efforts of middle level managers and lower level staff. However, achievement of organizational objectives is possible not by giving orders and instructions but by securing...

...Question 1) Which of James McGaran’s performance measures are objective, and which are subjective? Evaluate the pros and cons of objective and subjective measures in a performance evaluation and reward system.
Objective performance measures are those which are directly quantifiable and are not subject to the beliefs and interpretations of the observer. Subjective measures on the other hand require interpretation and judgment, and while numerical scores can indirectly be attributed to them, the interpretive element means they are not necessarily absolute or indisputable.
By this standard, James’ objective measures are:
Financial measures
Strategy implementation
The subjective measures are:
Customer satisfaction (can be considered objective depending on the kinds of questions. Seeing as these are based on telephone interviews, we believe the research firm is interpreting the responses to assign scores
People
Standards
Objective measures are directly quantifiable and hence tend to be relatively easier to measure. In addition they cannot be inconsistently applied nor are they open to dispute or interpretation on the part of the employee (this allows the measures to be more easily and fairly tied to reward payouts). On the flip side however they can often be restrictive in their scope and application and often do not capture some of the fundamental drivers of business...